These stakeholders were organized as one ETC Scrum team, empowered from the very beginning from the agile transformation kickoff meeting and every release review meeting. These meetings were important rituals to let psychology of success work invisibly and subconsciously. After the pilot was successful, we needed to take the positive momentum to make a bigger change — reorganization happen. All organizational stakeholders owned their decisions and commitments, engaged their actions, and they enjoyed their outcomes and achievements.
The last and most important thing is that as an agile coach I do find my true north, that my TRUE heart is to make the people better and the organization better. No matter how skillful you are, only with your true heart can you unlock doors for people and never give up during the extremely tough journeys.
This paper would not have been possible without the help of many great people. Finally, I would sincerely thank Johanna Rothman, my dearest shepherd, for guiding me in writing a professional paper. Her great patience and rich energy impressed me a lot.
During this paper shepherding, she asked me a lot of powerful questions and allowed me think much more deeply. Furthermore, she mentored me about how to improve work efficiency, and provided plenty of wise and practical advices about career development and personal life.
She is my role model and a woman I want to be. April 11, ISBN Addison-Wesley Professional. May 28, February 5, You must be logged in as a Member to download this content. Necessary cookies are absolutely essential for the website to function properly.
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In his edition of , the kings WVS show that both surveyed cultures belong to the countries with little ranking were and Were we to accept this data, the Czech should be moderate- spontaneous trust. Indeed, one must have the right connections, or to have known ly hierarchical yet much higher than Germany, which is ranked at… 35, and even Ja- someone for a long time to be ready to work with him.
Can worshipers be en- world! Anyone accustomed with both cultures knows such a massive gap is absolu- trusted to interact directly with God, or should an intermediary a priest, the Pope, te non-sense. However, regardless of Hofstede's score, it is clear that both countries are hie- While little regular practice is now conducted in Slovakia by a vast majority of rarchical.
Top managers enjoy unquestioned power in organizations and the organi- the population, worshiping rankings Gallup place the country much higher zational culture of many companies is both hierarchical and relationship orientated, than the notorious atheist Czech Republic.
This strong respect for hierar- istic country in the world Gallup while a vast majority of the Slovak population chy has the negative ef fect of having subordinates to pass of f any responsibility to recognizes itself as Catholic. This could lead to the conclusion the Czech are more the next level of management, hence concentrating decision-making and power.
Who needs whom? Does the group needs the in- results, achievements or recent successes. Hofste- be misleading to conclude that Czech and Slovaks Republics be Ascribed today. In- de also ranks both countries as individualistic but with a smaller gap between then: deed, if ascription was the norm in communist Czechoslovakia, when the countries 58 for the Czech Republic and 52 for Slovakia Hofstede Such results would in- opened up, many national and foreign companies promoted young people to mana- dicate two cultures that tend to reward moderately individual initiative and achie- gement positions based on their studies abroad, language skills and their competiti- vement over consensus decision-making and a group work.
However, the weight of veness. Visitors to the countries capitals working their communist background. Because the Czechs used to have single resolved in an assertive way. Reasonably, those two countries cannot display such strong dif- sion. However, other tools TMC rank the degree of cooperation vs.
While the Czechs appear slightly cooperative, decision Foster In other words, should we first present a project from its con- the Slovaks are more assertive and competitive. So, while MAS index is to be disregar- ceptual, theoretical perspective, or by showcasing the desired results in the form of ded, a dif ference exists between the two cultures as far as assertiveness is concerned, examples, models or a plan of implementation?
Both cultures belong to moderate- the Slovaks displaying a more competitive attitude than the Czechs TMA This coincides with a Neutral attitude towards middle group of countries in terms of assertiveness. It means individuals are not emotions.
We are in the presence of two cultures that do not favour emotional arguments over reason. Facts and figures will be more 4. Shouting, weeping and the like tural management. For instance, the dif- Kluckholn Even if a gap exists among generations older ones tent to be nostal- ference regarding displays of emotions between the Czechs and the Slovaks is more gic of the past… everywhere!
The Slovaks match their good working relationships with emotional open- reputation, for instance, is likely to be more quality based than history-based. Indeed Slovaks tend to have discontinued many traditions establis- or negotiations. One of the examples is 28th October when Czechoslovakia was establis- slow, where unhurried, methodical approach to analyse a project will be preferred hed which is not a public holiday in Slovakia, unlike in the Czech Republic. The slight dif ferences between the two countries may result from their recent External vs.
Internal locus of control concerns how much individuals belie- historical and political development. While both countries feel quite externally controlled lic started to build its identity, values, symbols and institutions practically ex nihilo.
Also, the Czech Republic ve would suggest the Slovaks to be even more externally controlled than the Czechs. Thus, ence of history, namely being governed by the Communist regime for many years. To many of them, this was nonsense to fight for a dif ferent way. All aspects This statistic ref lects the degree to which a community encourages and rewards fu- of economic and social life were controlled and planned by leading Communist party ture-oriented behaviours, such as planning and delaying gratification.
This regime ended only 25 years ago and obviously its inf luence is still de- some longer term orientation. The ra- Slovakia and 71 for Czech Republic as far as the gap between the cultures is concer- tio has always been 2 to 1: The number of the Czech inhabitants was about 10 million ned.
However, observations show two short-term orientated cultures, despite Hofste- while the Slovaks oscillated around 5 million. On the other hand, the Slovaks had little chan- Time is also analysed as Monochronic versus Polychronic cultures Hall In were confronted with the lack of analysis available in the GLOBE project which co- this case, we may label cultures Fixed or Fluid towards their time orientation.
For this vers 62 countries but also from the World Value Survey. The model of Hofstede is ava- analysis, both culture highly value punctuality and visitors counting on a Slavic inf lu- ilable but unreliable. Not only the scores of both countries have been estimated by ence are often surprised by the strictness the Czechs and Slovaks enforce timetables. The Slovaks consider the Czechs to be more relaxed… and vice versa!
If the two countries display some dif ferences, such statistical gap is unrealistic. However, the Czech understanding implies not being in a hurry, not being The authors relied on other sources such as the IAP of Trompenaars Hampden- disturbed by others and enjoying relaxed approach to life. Yet, the Czechs still consi- -Turner, which is probably the most reliable data accessible. The authors also used der themselves to be more punctual than their Slovak neighbours.
Therefore, further research based on quantitati- analysed in this research. This graphical representation clearly shows two cultures ve analysis of behaviours of representatives of each cultures is suggested to reach a that share many characteristics. However several dimensions mark clear dif ferences higher degree of dif ferentiation. However, anyone involved in a cross-cultural project between those two countries would be well advised to withhold a series of cultural gaps.
A detailed analysis of 14 cultural dimensions, this research revealed key dif- ferences related to the dimensions of Particularism, Specific and Emotions display. The Czechs and the Slovaks themselves have identified those areas before by them- selves. The Czechs view the Slovaks as more relationships oriented and point out their more evident display of emotions during professional or private events. Vi- ce-versa, the Slovaks expect their Czech colleagues to be more rule-driven, task orien- tated and more neutral with their emotions.
While those dif ferences are not considered an obstacle for doing business or working together, they need to be carefully taken into account when cooperating with Czech and Slovak cultures. ISBN In: Marketing i Marketingovye Issledovania. ISSN Education and wages in the Czech and Slovak Republics during transition.
In: Labo- ur Economics. A Gini decomposition analysis of inequality in the Czech and Slovak Republics during the transition 1. The silent language. The hidden dimension. Culture's consequences: international dif ferences in work-related values. Dimensions do not exist: A reply to Brendan McSweeney. In: Human Relations. Culture, Leadership, and Organi- zations. Sage Publications, Inc.
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